Podcasts Archive - Page 62 of 97

How Albert took on COO responsibilities beyond the CIO role by identifying the need to streamline not just the companies underlying technology, but the operational processes as well.
Albert’s responsibilities, which in addition to IT and digital transformation include product development, procurement, supply chain, customer service, and real estate.
The evolution of the CIO role from the back office to the front office and Albert’s view that the role has become transformative to the point where it needs to encompass the operating model of the business
The three-phased transformation Albert is leading, which includes radical simplification, platform strategy, and execution strategy
How Pearson is working towards a single platform, similar to Netflix for education, which would be highly scalable, global in nature, high-quality, and one that can deliver all of their experiences around the world to millions of learners.
An overview of the changes occurring at Pearson, including radical simplification and consolidation of systems, moving from data centers to the cloud, and people and culture changes.
How Pearson has looked to an innovation ecosystem for idea generation
How the company is using AI and augmented reality to make a difference in education and the workforce.
How Pearson is preparing for the skills revolution with its Technology Academy, and how they are working to assist other companies in doing the same.
Albert’s view on companies needs to re-equip their workforce and the challenges that arise with it.

Albert is the Chief Operating and Technology Officer at Pearson, the 174-year-old, £4.5B British education and publishing company. In this role, Albert has been responsible for overseeing the company’s multi-step digital transformation, as well as procurement, supply chain, customer service, and real estate.

Prior to joining Pearson, Albert was the Group Chief Information Officer at Vodafone. Before Vodafone, Albert was the Chief Information Officer at Nortel Networks.

Albert received his Bachelor of Science in Electronic Engineering at South Devon College of Arts and Technology and his MBA from Exeter University.

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An overview of Glazer’s, North America’s largest wine and spirit distributor with over five thousand brands.
Ann’s role as CIO, where she is responsible for infrastructure, information security, the supply chain, digital, among other areas.
Glazer’s objective with digital as it relates to the customer experience, which is to ensure that customers and supplier-partners can interact with them on their terms
How Glazer’s has merged the IT organizations to ensure that the company is meeting State regulations while maintaining an entrepreneurial spirit within the company.
How the merger and integration with Legacy Glazer’s provided an opportunity to both integrate and update legacy systems.
How Glazer’s has leveraged their network of partners to drive the technology for the future.
How Glazer’s was able to complete a high-profile merger and add a national partnership while making sure the users did not feel the burden of all the movement by making excellent decisions and having the support of senior executives.
An eye on the trends: Business Intelligence, AI, IoT, Blockchain

Ann is the Senior Vice President and Chief Information Officer at Southern Glazer’s Wine and Spirits, North America’s largest wine and spirits distribution company with revenues exceeding $16 billion. As CIO, Ann is responsible for a wide variety of areas such as infrastructure, information security, the supply chain, and digital.

Prior to Southern Glazer’s, Ann was the Vice President of Consumer Products, Retail, and Distribution at Capgemini Consulting. Before Capgemini Consulting, Ann was the Vice President of the Fresh Dairy Direct and Supply Chain at Dean Foods. Ann additionally has held a variety of roles at The Coca Cola Company.

Ann received her Bachelor of Arts in Economics from the University of Georgia and her Masters in Executive Education and Business from Harvard University.

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The relationship between Dell and VMware, which are two separate companies
How Bask balances his dual responsibilities as an executive at both companies, including owning IT and ecommerce responsibilities at Dell, and working closely with R&D at VMware
The challenges of bimodal IT, including the difficulty of motivating people who are on the “slow IT” team
The differences between the IT organizations at VMware and Dell:
- VMware was a digital native whereas Dell’s IT had to transition to digital
- The organization structure at VMware is straight forward IT with heads of infrastructure, apps, and information and physical secretly, IT, whereas Dell is centered around portfolio leaders
Bask’s perspective that digital transformations must start with people, then processes, and then technology; and how Bask has focused on attracting the right people with the right skills to the companies
What it takes to implement a successful digital transformation centered around cutting bureaucracy, putting the transformation under a leader while avoiding a bimodal approach, and ensuring that the transformation extends past IT to the entire organization.
An eye on the trends: Artificial Intelligence, Internet of Things.
Bask’s view on age discrimination which is excluding older employees despite their talent, wisdom, and creativity, and the importance of avoiding that by multigenerational workplaces where younger and older employees can learn from each other
A rundown on the future of IT which involves all businesses becoming digital, a growing CIO role, and changing expectations among consumers

Bask is the EVP Dell Digital and Chief Information and Digital Officer Dell and VMware. In those roles, he oversees the critical technology systems supporting some of the world’s largest global business and commerce operations. He is also responsible for driving Dell and VMware’s digital transformation to accelerate outcomes; deliver world-class experiences; and share the team’s best practices using technologies, services and solutions from both companies.

Prior to working at Dell and VMware, Bask was the Group Senior Vice President of Business Operations and the Chief Information Officer of Juniper Networks. Before Juniper Networks, Bask was the Group Chief Information Officer of Honeywell. Prior to Honeywell, Bask was a divisional Chief Information Officer of GlaxoSmithKline.

Bask received his Bachelors of Science in Engineering from Annamalai University as well as his Masters of Science in Computer Science from the Florida Institute of Technology.

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How the DWP touches all lives in the United Kingdom whether that be looking after children with separated parents, the working class, disabled people, or retired people to produce better outcomes for them and society
The DWP’s digital goal to become more efficient by meeting the emerging customer experiences to improve outcomes for society
How the DWP is able to satisfy the diverse group of people that they serve by avoiding a one size fits all strategy in favor of active segmentation that leads to better delivery of targeted services
How being an older company can be an advantage during a digital transformation due to the diverse mature analytics on data spanning over decades
How the DWP has balanced retaining existing employees and hiring new talent by holding a series of interventions to help existing employees think about their values while additionally bringing in new people for the people in-house to learn from
Why Mayank prefers a more combined approach to IT versus a bimodal IT approach
Why Mayank switched from the private to the public sector including the opportunity to catch up to the private sector in technology transformation, the opportunity to make an impact on 22 million real people’s lives, and the chance to work with the most talented and humble people

Mayank is the Chief Digital and Information Officer of the United Kingdom’s Department of Work and Pensions, the UK’s largest public service department which impacts over 22 million citizens. Mayank is responsible for IT infrastructure, data, and security, as well as for driving the implementation and adoption of digital technologies to meet emerging customer expectations.

Prior to joining the DWP, Mayank was a Managing Director at Morgan Stanley where he was responsible for Global Wealth and Investment Management Technology. Prior to that, Mayank was the Chief Information Officer at Sage UK. Prior to Sage UK, Mayank was the Group Chief Information Officer at iSOFT. Prior to iSOFT, Mayank was the International Chief Information Officer at Avaya.

Mayank received his MBA from The Manchester Business School, and has completed the executive program at Singularity University (non-accredited). Mayank is a Wharton Fellow at the University of Pennsylvania.

Mayank currently serves on the board of the Tech Partnership in London and for the DWP.

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Bill’s perspective on the digital transformation taking place in the industrial sector and how this transformation will eventually impact all sectors.
The challenges of executing a digital transformation, and Bill’s thoughts on the critical “soft” elements, such as culture, leadership, and talent.
Bill’s advice on how to blend talent by bringing new people into work with existing employees as opposed to less effective approaches such as not bringing people from the outside at all or segregating new employees.
A rundown of the digital reporting structure at GE, where Chief Digital Officers report to the CEOs of their business, as well as to Bill.
An overview of the roles and responsibilities of the three programs created for digital: GE for GE, GE for installed base customers, and GE for the industrial world.
The importance of realizing that change must be reflected by the entire organization and that it is something that cannot be done overnight.
An emphasis on how digital is able to drive greater productivity and efficiency while giving clear outcomes that companies can show to their customers, something GE always starts.

Bill is the Chief Executive Officer of GE Digital, as well as the Senior Vice President and Chief Digital Officer of General Electric, a 126 year-old industrial conglomerate with revenues exceeding $120 billion. At GE, Bill has been responsible for leading a massive digital transformation by bringing in new employees, reprogramming the existing employees, and bringing in Chief Digital Officers from the outside.

Before joining General Electric, Bill served as the Vice President at CISCO. Prior to working at CISCO, Bill was the Senior Vice President at Software AG. Bill has also held executive management positions at The Advisory Board, The MITRE Corporation, and Concept 5 Technologies.

Bill received both his Bachelor of Science and Master of Science in Computer Science from California State University, Fullerton.

Bill serves on the Board of Directors of Magna International Inc.

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Gary’s responsibility as Operating Partner focused on helping companies which he advises grow.
Gary’s perspective from serving on boards such as Citigroup and Hewlett-Packard Enterprise and the different experience resulting from them.
How Gary keeps up with the pulse of enterprise buying by keeping in touch with previous colleagues and through the exposure being a board provides.
Ways in which the CIO has evolved and become more exciting due to the migration to machine learning, new technology, and the increasing importance of developing software quickly.
Ways in which companies can make the challenging technological transformation by either leveraging and refactoring old software, or by developing applications that replace their legacy.
Eye on the Trends: Machine Learning

Gary is an Operating Partner and part of the Resources Group at General Atlantic, a global growth equity firm that has over $20 billion dollars in assets under management. As an operating partner, Gary is responsible for providing strategic support and advice to the firm’s investment teams and portfolio companies with a focus on strategy and technology.

Before joining General Atlantic, Gary was the Senior Vice President and Chief Information Officer at General Electric, where he led the mergers & acquisitions, sourcing, IT, operations, and quality teams. Prior to joining General Electric, Gary was a partner at the Boston Consulting Group.

Gary received both his Bachelor of Arts in Economics, as well as his MBA from Harvard University.

Gary currently serves on the boards of Citigroup, Hewlett-Packard Enterprise, Box, Mu Sigma, and Turbonomic, among other companies.

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An overview of Zendesk’s business and the growth the company has experienced going from a startup to a $500 million public company in eleven years
Tom’s responsibilities as COO which include IT responsibilities such as business analytics and security, as well as operational responsibilities such as go-to-market and customer-facing functions
Tom’s perspective on the ever changing customer service world and how the company has been able to evolve by focusing on having an agile foundation while making sure the right technologies are in place.
The difference in how CIO’s of traditional companies with monolithic systems and modern companies with cloud-based technology are trying to incorporate new technology to keep up with the competition.
An overview of Tom’s adjustment from a retail company to Zendesk, as well as Tom’s perspective on how the CIO role has been reinvigorated over the past year going from back-office focused to customer-focused
How reporting directly to the CEO has benefited Toms career by allowing him increased access conversations around value from the standpoint of operational improvement, and Tom’s advice for how CIOs can take on additional (CIO Plus) responsibilities, including leveraging the unique position of IT within the organization
Tom’s advice to older companies looking to leverage modern technology, which includes trialing new software to see what works best for the company.
Eye on the Trends: AI and machine learning

Tom is the Chief Operating Officer of Zendesk, a cloud-based provider customer service and engagement platform with nearly half a billion dollars in revenue. Tom joined Zendesk as Chief Information Officer, and has transferred many of those responsibilities to his role as Chief Operating Officer. In addition to IT, security, and analytics, Tom is primarily responsible for operations, go-to-market, and customer-facing functions.

Before joining Zendesk, Tom was the Executive Vice President of Global Product Operations and Chief Information Officer for Gap. Prior to Gap, Tom was the Senior Vice President and Chief Information Officer at L-Brands. Additionally, Tom invests in and advises a number of technology startups.

Tom received his Bachelors of Science in Systems Science from the University of West Florida.

Tom currently serves on the board of the Big Brothers Big Sisters of the Bay Area.

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- An overview of PSAV’s business as well as Cathie’s key focus on stabilizing the IT environment and making technology an enabler for the business rather than a roadblock
- PSAV’s digital transformation, which is focused on the technician experience, business insight through data analytics, and looking to other industries for ideas
- How Cathie encourages her staff to find learning opportunities, such as sending them to spend a day in the field as a technician so they can understand the day-to-day as well as how the business makes money
- Cathie’s experience serving on a board, including her personal path to membership and the lessons she has learned in terms of leadership, such as watching managers deal with the challenge of growing without losing focus on the core vision of the business
- Cathie’s advice to peers looking to join a board, which centered around the importance of showing your interest, exposing yourself to organizations beyond your own, and joining impactful clubs to build your profile
- The state of women in IT, as well as Cathie’s perspective on getting more women involved in IT, including showing young women the benefits of IT, refuting the notion that women cannot be mothers and business leaders, and most importantly, giving women the crucial business experience to grow and develop
- Eye on the Trends: Blockchain, AI, and conversational user interfaces

Cathie is the Senior Vice President and Chief Information Officer at PSAV, the world’s largest event experiences company. As CIO, Cathie is responsible for ensuring that PSAV has the information solutions to improve effectiveness and efficiency in delivering services to customers.

Before joining PSAV, Cathie was the Executive Vice President and Chief Information Officer at the Hub Group. Prior to joining the Hub Group, Cathie held a number of executive IT positions at Motorola, including several divisional Chief Information Officer roles, and, most recently, Corporate Vice President of their Global Solutions and Services Operations. Before Motorola, Cathie was the Senior Vice President and Chief Information Officer at Tellabs. Cathie began her career at AT&T.

Cathie received her Bachelor of Science in Electrical Engineering from Purdue University and her MBA from the University of Chicago.

Cathie serves on the board of Northwestern Memorial Health Care.

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Kim’s purview at Lenovo, which includes leading the data center infrastructure segment, the high-performance computing and artificial intelligence segment, the software-defined infrastructure segment, and the IoT segment
The three things boards and CEOs expect from their CIO, which are (1) to reimagine and define the customer experience, (2) extreme productivity, and (3) that they invent and deliver new products and services
The values of having worked in technology-centric organizations and the advantages of having been both a buyer and a seller of technology, including being able to work with more knowledgeable customers
The diversity of Lenovo, where the company’s top 25 executives represent 16 different nationalities, and a great many women hold executive leadership positions
The benefits of Fu Pan, Lenovo’s unique take on the post-mortem analysis, which focuses on what went right and how to replicate it rather than what went wrong and how to avoid it
Kim’s experience on corporate boards, and her belief that the end-to-end visibility and well-rounded set of experiences make technologists increasingly attractive for board membership
Kim’s thoughts on the state of women in technology, including her belief that there are more than enough qualified women, but the challenge is that people recruit from their own network, which is often limited
Eye on the Trends: private cloud, containers, micro-services, and 5G

Kim is the Senior Vice President and General Manager of Data Center Infrastructure at Lenovo, a multinational technology giant with $45 billion in revenue. In this role, Kim leads Lenovo’s data center infrastructure segment, high-performance computing and artificial intelligence segment, software-defined infrastructure segment, and the new IoT segment.

Prior to joining Lenovo, Kim was Chief Operating Officer of the Client, IoT, and Systems Architecture Group at Intel. Before that, she held several other senior executive positions at Intel including Corporate Vice President and CIO, and Vice President and General Manager of IT Operations and Services before that. Prior to joining Intel, Kim was Vice President and General Manager at Hewlett Packard Enterprise where she served customers in the Communications, Media and Entertainment industry. Before HPE, Kim was a Vice President at EDS. Kim spent the first two decades of her career at IBM.

Kim received a Bachelor of Science in Accounting and Business Management from Northeastern University, and an MBA from Cornell University.

Kim is a member of the board of directors for Boston Private, and previously sat on the boards of Cloudera, Riverbed Technology, among other companies.

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How GM has evolved over the years that Randy has spent as CIO including switching from an outsourced IT workforce to an entirely insourced one by hiring thousands of new IT employees, consolidating data center operations into two enterprise data centers, and expanding the footprint towards new talent by creating four innovation centers.
Randy’s perspective on how GM has been able to cut costs by providing automation for manual processes and the importance of taking advantages of new technologies.
How GM’s IT team has been able to innovate including delivering new products and services driven by technology by creating a mobile center for customers, and developing a private cloud to increase efficiency.
An overview of GM’s organizational structure, which is a centralized organization with both a vertical executives that have teams and report up the line and horizontal executives that support the vertical executives.
Randy’s take on GM’s recruiting successes and pitch which is made successful by having a large footprint and ability to reach a large audience of college graduates, giving graduates the ability to pick which innovation center to work for, and having a reputation of being a successful company that gives them a lot of choice and opportunity.
Randy’s perspective on driverless cars and how the company has been working on Cruise Automation.
Randy’s advice to boards of smaller companies including increasing the use of direct reports of global CIO’s due to their amount of talent and exposure to what is happening across a broad technology.
Randy’s advice to CIO’s looking to be on a board of an external company as well as his advice to CEO’s who are hesitant to allow CIO’s of that opportunity to be more progressive as it is a win-win situation.
Randy’s emphasis on the application of new technology and the importance of evaluating the advancements of technology annually in a period of time where failure to innovate will result in major losses.

Randy is the Senior Vice President of Global Information Technology and Chief Information Officer of General Motors, a Fortune 10 company with revenues exceeding $145 billion. As CIO, Randy is responsible for the global IT strategy and all the IT assets, and serves as a member of the executive leadership team. Since becoming CIO in 2012, Randy has lead a major transformation which has dramatically changed the company’s approach to IT.

Prior to joining General Motors, Randy served as the Executive Vice President and CIO of HP. Before joining HP, Randy spent six years at Dell where he was Senior Vice President and CIO. Earlier in his career, Randy spent 22 years at Walmart where he held many positions, eventually working his way up to Senior Vice President and Chief Information Officer.

Randy received his Bachelor of Science in Mathematics from The University of Arkansas, Fayetteville.

Randy serves on the Board of Directors for Dun & Bradstreet.

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